ROANOKE TIMES
Copyright (c) 1997, Roanoke Times
DATE: Sunday, April 6, 1997 TAG: 9704040098
SECTION: BUSINESS PAGE: 4 EDITION: METRO
COLUMN: WORKING IT OUT
SOURCE: CAMILLE WRIGHT MILLER
Q: I've worked with the people in my department for several years; we have a good understanding of one another and our work. The work we handle passes through several hands as its being processed. When we find an error, we simply make corrections and continue to do our work. With the exception of one person, this has worked well. We have one co-worker who seems to enjoy going back to the person who made the error and pointing it out. This creates tension, which is made worse because the "mistake-counter" carries an air of superiority while pointing out mistakes.
A: Few people know how to give criticism or negative feedback well. And fewer still have been trained to accept criticism. As a result, criticism handled poorly on either side results in tension rather than improvement.
Use the problem's symptoms - your critical co-worker - to uncover other, deeper problems. Then deal with the co-worker.
There are several components in what appears to be one problem. Errors are being made.
Corrections are handled by several. Criticism is unwelcome. And one individual has become a self-appointed mistake-counter - to the irritation of everyone.
Forget the tattler, for a moment, and consider the source of errors. Are the same errors being repeated by the same individual? Is there a problem with the system that contributes to errors?
Would additional training for certain individuals reduce errors? Would an error check or a step-by-step quality inspection identify the source and frequency of the problems? Would removing distractions reduce errors?
By focusing on the underlying source of tension and working to reduce errors, some of the tattler's ammunition would be eliminated. The quality of work also would be improved.
This approach may not be part of your initially desired solution, but errors are part of the problem's root and need to be resolved.
To further improve the process, a different mind set is essential. Coach yourself and your co-workers to welcome constructive criticism.
Learning to welcome constructive criticism is difficult; however, welcoming constructive criticism is essential to improving performance. It means being open to hearing the criticism and looking for the truth in it. Treat, for the time being, all criticism as constructive.
When presented with an error, thank the co-worker with enthusiasm. Promise to review the material to determine how the error occurred. Openly keep a written record of the source of errors. Get your co-workers to do the same.
Compare records with your co-workers at the end of each day. Work to identify the source(s) of the problem. Once you've isolated the source, you and your co-workers can fix it, thereby reducing the mistake-counter's opportunities.
Finally, give some thought to how your co-worker is viewed overall - and to responses this person generates in differing situations. If the individual were well-liked, chances are this one aspect of his or her personality would have been overlooked. Because this trait isn't overlooked, it suggests that the individual is having a difficult time fitting in. If the person is going to be with your organization for a long time, develop new ways to deal with him or her. Continuing as you have been means you'll see the same results.
One way to change the situation is to tell the individual that public airings of mistakes are hurtful to some. Explain how productive criticism can be given. Help the person understand that constructive criticism requires that the problem be separated from the person. And, that the critic must be clear on the intent of the criticism - which should involve discovering the cause of the problem and preventing its recurrence.
Another approach is to place the individual in a nonreactive position - where a rehearsed answer is given each time a mistake is announced. For example, "you're very kind to notice and point it out. I wouldn't want that to get out of the department." Correct the error and return to business as usual without emotionally reacting to the individual or the error.
It's also possible to view the individual with sympathy. Looking for ways to appear superior is usually an indicator of someone with unfulfilled emotional needs.
Removing yourself emotionally can create a dramatically different situation. The mistake-counter can't create tension unless you and others agree to being upset by that behavior.
Camille Wright Miller,-an organizational behavior sociologist who works in Lexington, answers questions from our readers about workplace issues. Please send them to her in care of The Roanoke Times, Business News Department, P.O. Box 2491, Roanoke 24010, or call 981-3100 ext. 498. Please give your name and phone number in case she has questions.
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